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Y O U R F I R S T 1 0 0 D AY S A S C H R O

KEY QUESTIONS GUIDING FOCUS ON LINKING BUSINESS,


FOR STAKEHOLDERS PRINCIPLES WORKFORCE, AND HR
FOR SUCCESS FUNCTION STRATEGIES
MARKET CONDITIONS 1. Identify issues critical
AND THE BUSINESS to key stakeholders
How would you describe the and develop plans to
current business environment derive immediate
STEP 1 STEP 2 STEP 3 and external market benefits.
Understand the business Develop workforce and Promote and conditions?
and workforce issues HR function strategies lead change 2. Strive to connect goals
of the HR function and
What are the short- and long-
the business.
Identify current and Identify workforce Identify needed changes, term business strategy
changing dynamics of key segments and potential barriers, and objectives? Is there an aligned 3. Create a
markets and customers characteristics that drive activities to ensure people strategy? comprehensive plan
and their impact on competitive advantage. effective implementation. for change including
business strategy, brand, WORKFORCE AND activities, timing,
and workforce priorities. Align people and HR FUNCTION resources, and
business strategy. Which skills and capabilities estimated returns.
TECHNOLOGY
does our workforce currently
Determine HRs priorities 4. Build and communicate
lack? Which are becoming
and how best to organize a compelling,
obsolete?
and deliver services. quantitative case for
change.
Are we leveraging our HR
talent? Are we organized to 5. Hold true to your point
meet business needs? Are of view while adapting
processes streamlined and to and learning from
automated? your new environment.

ENGAGE AND EMPOWER YOUR RESOURCES

D A Y D A Y D A Y D A Y D A Y D A Y D A Y D A Y
1 2 1 0 1 1 3 0 3 1 4 0 4 1 7 0 7 1 8 0 8 1 9 0 9 1 1 0 0
Identify and document Locate and review Initiate structured interviews Complete key stakeholder Review assessment Prepare high-level one-, Socialize findings, Prepare final strategy
personal brand attributes in documentation on business with stakeholders interviews. findings and develop three-, and five-year recommendations, and and action plans and
terms of substance and strategy, culture, leadership preferably, in person and preliminary people strategy. implementation plans. (A implementation plan with gain approval from
style. Be prepared to be initiatives, etc. on their turf. Assess data and findings more detailed plan will be additional stakeholders to executive leadership
challenged. and conduct gap analysis. Develop preliminary HR needed once strategy is gain buy-in. team.
Create a plan for Conduct an activity-based function strategy, including: finalized.)
Navigate enterprise portal assessment and strategy analysis to determine Collect and incorporate Mission and value Help the CFO understand Identify and mobilize
and activate your new development. where HR staff spend their benchmarking data. proposition. the value of HR and implementation teams.
smart phone. Note time. Organization. planned investments.
effectiveness of new Identify global stakeholders, Engage HR and bring
employee orientation. Conduct any follow-up Technology.
including executive Compile data. Analyze and interviews. Sourcing. Refine and iterate. them along the
leadership, HR team, summarize findings. journey.
Begin to engage HR operations/line leaders, Governance.
leadership team (HRLT). employees, customers, and Business case for
Continue to engage HRLT. change (qualitative and
vendors.
quantitative).
Log key business and
workforce issues to explore Preview and refine your
during executive interviews. plans with the HRLT and
key business leaders.
DISRUPTIVE HR TRENDS

WHAT WE DO

HR Effectiveness
MOBILE AND MERGERS AND FINANCIAL HEALTH CARE HR diagnostic.
GLOBALIZATION THE CLOUD BIG DATA INNOVATION
SOCIAL ACQUISITIONS WELLNESS EXCHANGE
HR organization design
Companies are HR departments HR is analyzing Social media has For companies to HR needs to be Historically, HR The US health and implementation.
rethinking HR are managing Big Data to become a crucial innovate, more flexible and owned the care system is HR service delivery model.
structure and how their global predict outcomes, tool for HR to employees need scalable than retirement life undergoing HR shared services.
to service the workforces by including attract and hire to constantly ever to provide cycle. Companies transformation,
business globally leveraging new workforce the next rethink how they the right support provided and private HR governance.
and locally. cloud-based productivity and generation of work, looking in todays traditional DB exchanges the HR talent assessment
technologies. planning, so talent. beyond HR environment. plans, managing marketplaces for and development.
Many companies can function capability annual valuation, selling health
organizations This allows HR to A tech-savvy HR In 2015, US HR process redesign.
evaluate people to find new ERISA plans are
struggle to automate needs and gaps. team can approaches companies compliance, impacting HR sourcing and selection.
manage HR on a transactional leverage the through announced more pension employers. HR technology strategy.
global scale and processes so Data helps power of social technology, social than $900 billion estimates, and
to support teams can focus answer questions media to drive media, and the in merger deals, retirement Once again, a
business needs on more such as whether recruiting. the most in any significant amount Change Implementation
internet. counseling.
across diverse advanced a training Todays high- year since 1998, Today, less than of work once Workday change strategy
geographies. processes. program performing teams HR has a role in according to 25% of US managed by a and readiness.
increases are blurring the promoting a Thomson Fortune 500 benefits team has
Leadership alignment.
retention or lines between culture of Reuters. These companies have shifted to
whether programs corporate innovation and mega-deals are vendors. Engagement.
DB plans.
should be cut or recruiting and providing the driving the need Communication.
expanded. mobile and social tools and for a new, nimble The role of the Training.
media. technology to HR function. benefits team is
drive it. shifting from
pension design Workday
and HR diagnostic.
administration to
Workday deployment and
promoting
optimization services.
financial wellness.
Workday production support
as a service (PSaaS).

CONNECT WITH US

Denise LaForte
Partner, HRT North America Practice Leader
denise.laforte@mercer.com
+1 312 917 9651

Mercer has evolved its capabilities in HR transformation consulting into a holistic offering
that combines HR strategy, operations, and technology services and solutions. Mercers
integrated approach reduces the complexity of HR transformation and ensures changes to
HR programs are effectively communicated and adopted.
Kennedy HR Transformation Report